Full CV - David Jackson


David Jackson
Consulting Profile:

David has a track record of success working with boards in start-ups, post-merger and directing programmes for organisational change. As the principal of OPUS business consulting he provides a pragmatic customer-focused view, with significant experience of the Financial Services industry. David has a reputation for delivering results in complex environments, particularly in review and turnaround of failing programmes.

Services:Programme Manager and Management Consultant specialising in the implementation of IT-enabled change.
Address:OPUS Business Consulting, Summit House, ,, Marlow, SL7 3HA
Telephone:01628 477441
Mobile:07768 262852
Email:
Website:

Experience and Qualifications

Qualifications: MBA 9/90 to 9/91 Middlesex University Business School Postgraduate Diploma in Marketing 1991 CIM CMC Certified Management Consultant IMC Chartered Marketer Chartered Institute of Marketing Postgraduate studies in Management Development
2001 to date: Principal of Opus Business Consulting

OPUS delivers programme implementation and Interim Executive services in start-ups, mergers and during change in complex organisations. David is also a director (Member of Council) of the Richmond Group (RG) of Independent management consultancies with responsibility for brand development and internal communication channels; his work in association with the RG network ensures access to the latest management techniques and business intelligence. Since 2000 his project portfolio with OPUS has included:

Programme Manager at Metronetrail
Designed and launched a portfolio of projects to turn around a failed implementation of Enterprise Asset Management systems. The group had obtained little benefit from a £14m investment in Ellipse, and David is working with the Executive team to embed compliance, a business process orientation and quality assurance based on effective data capture in all asset groups.

Programme Manager - Merger of Link and Zenith Insurance
Exceptional assignment to plan and develop the future business architecture of merging insurance businesses for Guardian Holdings (Trinidad). Worked with the CEO and Executive team to design and achieve buy-in to a radically changed business model and a purpose-built business process architecture.
Reviewed all projects in progress within the business and worked with board to define a structured project portfolio for delivering value post-merger.

Programme Manager, Lloyd's of London
Responsible for programme management in the implementation phase of a new business start-up managed within a PRINCE2-compliant environment. Took the organisation from end of the design phase to a business ready to go to market. In this £25+ m development David was accountable for: coordination of the Executive team; design and implementation of core business processes, Identification of deliverables and Workstreams to deliver the Business Plan; Programme management and control; risk evaluation and standards for programme governance; and performance measures for ongoing evaluation of the portfolio of projects.

Major IT Programmes business review - Moscow Narodny Bank
Reviewed major systems and infrastructure projects-in-progress which had been managed by a third-party (consultancy) under a sound PRINCE framework. The review was carried out on behalf of the CEO to deliver independent evaluations of governance, support from stakeholders and business users and to evaluate risks of proceeding with existing and planned investments. The review delivered:
- confirmation of which project investments were delivering benefits
- rationale for changing programme governance structure, and selected a skilled programme manager
- PRINCE2 compliant PMO Toolbox

Business strategy review and trade sale - NBS Ltd
8/2001 to4/2002: Interim Marketing Director for New Product Development and Launch - with NBS Ltd.
Architect of Beta implementation and marketing strategy for an innovative and proprietary Web Content Management application. Defined the approach to market, designed campaign and managed the product launch activities that culminated in partnership with vendors and distributors from mid 2002.

8/2000 to 8/2001: Operations and Project Director - Nucleus Ltd
Responsible for major projects and continuous performance improvement in the effectiveness of core business processes in Nucleus. Led consultancy sales bids. Carried out organisational review in preparation for acquisition by an internationally quoted business; designed and implemented a change programme to enable Nucleus to operate effectively as a projects-based business unit, rather than an owner-managed niche-player in the design industry. Architect of project management methods for consulting teams in eBusiness implementations and Online Brand Identity. Architect of a programme to deliver effective governance, board-level management processes and executive accountability prior to acquisition by Adera Group AB.
OASiS Group Plc OASiS - an innovative consultancy working with Fortune 500 and UK Top 100 clients - was recognised for its success in performance improvement, and particularly for the effective management of IT-enabled organisational change. The Company was acquired by, and subsequently merged with, Sybase (UK) Ltd.

As Consulting Operations Director with OASIS Group, from 7/96 to 7/97, David was responsible for the financial and delivery performance of OASiS staff and Associates. Managed the recruitment, career development and utilisation of consultants to provide a flexible choice of skills for clients and to meet individual's aspirations profitably. In parallel with sales and client-facing work, David sponsored the staff management processes; commissioned, and contributed to, the revision and re-launch of all OASiS Project Management methods. These were PRINCE compliant, and awarded BS certification.
As Managing Consultant with OASiS from 1991 to 7/96, David led business case analysis for, and subsequently directed programmes to deliver process, organisation and systems change. Indicative assignments are as follows:

4/95 to 7/96. Directed Business Acceptance Testing and rollout of a Call Centre organisation, business processes and IT systems on behalf of the Board of the Frizzell Group. Reported to CEO and was responsible for design and implementation of acceptance testing in a business-critical Re-engineering project in which the Group invested circa £30m. This programme management role involving over 50 staff ensured that the work of numerous project streams remained aligned with strategic goals; and delivered results. Personal successes included successful implementation of a pilot Customer Service operation during acceptance testing, which was on-line and fully effective when the insurance systems went live; and which then formed the nucleus of trained staff in a phased rollout across the 750-strong insurance operations call centre .

3/94 to 4/95 In work with Frizzell Bank, designed and managed work in the Group Finance and Banking division to deliver process designs, system specifications, an effective project team, and project management structures for a deferred payment product and consumer credit cards; reporting to Group CEO and Main Board members. Created a self-sustaining team that delivered Customer Services processes and the functional specifications for card processing systems, on time and under budget. The system saved £0.625m per annum in bureau charges in first 12 months, and the card services group attracted and retained new white-label clients. Success led to a request from the Group for retention of services to manage implementation in the Group BR-e project.

Other project experience with OASiS included:
NHS Trusts Managed implementation of service development projects within first-wave fund-holding, in Oxfordshire and Northamptonshire regions
Inland Revenue worked with IRTO over 12 months as lead consultant for the introduction of project-based working and Quality Assurance methods
Rank Hovis Milling. Managed implementation of a programme of radical change for a field sales force, which delivered immediate productivity improvement and supporting IT systems enabling the organisation to serve the customer more effectively, and to track and forecast sales accurately. Delivered immediate and recurring annual savings of £0.3m and improved sales force productivity by 33%. As manager of this turnaround project, planned and successfully led the rapid development and rollout of new sale processes supported by a bespoke management information system.